Business Strategy: Business Process Management
Competition requires not only goods and services of quality but also speed of service in addition to the cheap price. In order to achieve this competitive level, the organization would not want to be inward looking to optimize business operations in each lininya, improve and stabilize the quality and reliability of the system. This optimization process includes the completion of control, long-term solution of sustainable, not just an error minimization but also waste and rework, time efficiency, and elimination of activities that do not add value.
The cycle of process improvement initiatives outlined in three main activities, discovery and design, deploy and execute, and monitor and control. Discovery starts with identifying the needs of the process. Starting from thrusters, values, strategy, until the results of the business organization. This identification will support the “raison d’etre” of the process. Further identification was followed by an inventory of the process already underway whether the primary process and supporting processes. This inventory is more pictures of how the flow works, how much it cost, cycle time and so forth. Also needs to be mapped, if a process adds value or not.
Categorization of value analysis is useful for determining the scale of priorities in the improvement process. Even if necessary processes that do not add value since this stage can be trimmed. It’s just necessary considerations carefully before you cut it. But it also does not mean to linger that do not allow the process to bring added value is increasingly becoming a burden. Like letting the goods are not actually in use but unfortunately it makes it disposed of waste burden.
The results of the inventory had been followed up with further determine who is responsible for a process (process ownership). The first responsibility of the owner of this process is to develop and inculcate a culture of sustainable improvement. In the spirit of continuous improvement, as the standard parameter set of performance indicators covering aspects of the process time, cost, and quality. Criteria of this standard is made clear, measurable, and can be reached. So based on this standard can be how far the assessment of the performance gap that during this process running. Root cause analysis can be done to get what factors to trigger. With this known trigger factors for the improvement opportunities can be identified, whether it is through the adoption of technology, improved management practices, improved workflow, or anything else.
The next stage is to design a new model that can optimize the performance of business processes in accordance with the characteristics that have been found. Learning from the experiences of others through benchmarking with “best practices” of related industries will help to get out of the traps looking inward, reducing risks and costs and keep the company remains in the rails to the competition winnings.
Before being implemented, the new model is simulated, as an experiment to change, how successful this design improvements to walk. This simulation will reduce operational risks with the anticipated lack of new models. If successful the simulation model can be implemented as monitored by the analysis and control of the results. Still in the spirit and continuous improvement cycle.
In each of these stages, human resources is very vital role, both in his role as Process Designer, Process Executor, and Process Manager. Thus, continuous training and implemented in a cross-cutting is needed to improve their competence. In addition an understanding of employee perceptions become mandatory for the company’s menu. Pride as an employee who feels his skills as a valuable corporate asset that should get attention proportional. Pride and sense of worth can increase employee engagement against the company and can be a very emotional rope strong enough to spur internal motivation. Make ‘enjoying’ work every day and feel how their work to add value for customers. If an employee is ‘enjoying’ their work will certainly grow in carrying out compliance duties wholeheartedly. Sincerity in serving the external and internal customers will improve the quality of that service.
Of course, this customer orientation can not be forgotten in the management of business processes, because the customer who will determine whether the value added of this process meaningful improvement or not. Customers do not want to know the process, they will only see the output.
Tags: Business, business organization, Customer, Management